Anton Root: “Crowdsourcing helps communities connect and organize, so it makes sense that governments are increasingly making use of crowd-powered technologies and processes.
Just recently, for instance, we wrote about the Malaysian government’s initiative to crowdsource the national budget. Closer to home, we’ve seen government agencies from U.S. AID to NASA make use of the crowd.
Daren Brabham, professor at the University of Southern California, recently published a report titled “Using Crowdsourcing In Government” that introduces readers to the basics of crowdsourcing, highlights effective use cases, and establishes best practices when it comes to governments opening up to the crowd. Below, we take a look at a few of the suggestions Brabham makes to those considering crowdsourcing.
Brabham splits up his ten best practices into three phases: planning, implementation, and post-implementation. The first suggestion in the planning phase he makes may be the most critical of all: “Clearly define the problem and solution parameters.” If the community isn’t absolutely clear on what the problem is, the ideas and solutions that users submit will be equally vague and largely useless.
This applies not only to government agencies, but also to SMEs and large enterprises making use of crowdsourcing. At Massolution NYC 2013, for instance, we heard again and again the importance of meticulously defining a problem. And open innovation platform InnoCentive’s CEO Andy Zynga stressed the big role his company plays in helping organizations do away with the “curse of knowledge.”
Brabham also has advice for projects in their implementation phase, the key bit being: “Launch a promotional plan and a plan to grow and sustain the community.” Simply put, crowdsourcing cannot work without a crowd, so it’s important to build up the community before launching a campaign. It does take some balance, however, as a community that’s too large by the time a campaign launches can turn off newcomers who “may not feel welcome or may be unsure how to become initiated into the group or taken seriously.”
Brabham’s key advice for the post-implementation phase is: “Assess the project from many angles.” The author suggests tracking website traffic patterns, asking users to volunteer information about themselves when registering, and doing original research through surveys and interviews. The results of follow-up research can help to better understand the responses submitted, and also make it easier to show the successes of the crowdsourcing campaign. This is especially important for organizations partaking in ongoing crowdsourcing efforts.”
The Solution Revolution
New book by William D. Eggers and Paul Macmillan from Deloitte: “Where tough societal problems persist, citizens, social enterprises, and yes, even businesses, are relying less and less on government-only solutions. More likely, they are crowd funding, ride-sharing, app- developing or impact- investing to design lightweight solutions for seemingly intractable problems. No challenge is too daunting, from malaria in Africa to traffic congestion in California.
These wavemakers range from edgy social enterprises growing at a clip of 15% a year, to mega-foundations that are eclipsing development aid, to Fortune 500 companies delivering social good on the path to profit. The collective force of these new problem solvers is creating dynamic and rapidly evolving markets for social good. They trade solutions instead of dollars to fill the gap between what government can provide and what citizens need. By erasing public-private sector boundaries, they are unlocking trillions of dollars in social benefit and commercial value.
The Solution Revolution explores how public and private are converging to form the Solution Economy. By examining scores of examples, Eggers and Macmillan reveal the fundamentals of this new – globally prevalent – economic and social order. The book is designed to help guide those willing to invest time, knowledge or capital toward sustainable, social progress.”
Imagining Data Without Division
Thomas Lin in Quanta Magazine: “As science dives into an ocean of data, the demands of large-scale interdisciplinary collaborations are growing increasingly acute…Seven years ago, when David Schimel was asked to design an ambitious data project called the National Ecological Observatory Network, it was little more than a National Science Foundation grant. There was no formal organization, no employees, no detailed science plan. Emboldened by advances in remote sensing, data storage and computing power, NEON sought answers to the biggest question in ecology: How do global climate change, land use and biodiversity influence natural and managed ecosystems and the biosphere as a whole?…
For projects like NEON, interpreting the data is a complicated business. Early on, the team realized that its data, while mid-size compared with the largest physics and biology projects, would be big in complexity. “NEON’s contribution to big data is not in its volume,” said Steve Berukoff, the project’s assistant director for data products. “It’s in the heterogeneity and spatial and temporal distribution of data.”
Unlike the roughly 20 critical measurements in climate science or the vast but relatively structured data in particle physics, NEON will have more than 500 quantities to keep track of, from temperature, soil and water measurements to insect, bird, mammal and microbial samples to remote sensing and aerial imaging. Much of the data is highly unstructured and difficult to parse — for example, taxonomic names and behavioral observations, which are sometimes subject to debate and revision.
And, as daunting as the looming data crush appears from a technical perspective, some of the greatest challenges are wholly nontechnical. Many researchers say the big science projects and analytical tools of the future can succeed only with the right mix of science, statistics, computer science, pure mathematics and deft leadership. In the big data age of distributed computing — in which enormously complex tasks are divided across a network of computers — the question remains: How should distributed science be conducted across a network of researchers?
Part of the adjustment involves embracing “open science” practices, including open-source platforms and data analysis tools, data sharing and open access to scientific publications, said Chris Mattmann, 32, who helped develop a precursor to Hadoop, a popular open-source data analysis framework that is used by tech giants like Yahoo, Amazon and Apple and that NEON is exploring. Without developing shared tools to analyze big, messy data sets, Mattmann said, each new project or lab will squander precious time and resources reinventing the same tools. Likewise, sharing data and published results will obviate redundant research.
To this end, international representatives from the newly formed Research Data Alliance met this month in Washington to map out their plans for a global open data infrastructure.”
User-Generated Content Is Here to Stay
Azeem Khan in the Huffington Post: “The way media are transmitted has changed dramatically over the last 10 years. User-generated content (UGC) has completely changed the landscape of social interaction, media outreach, consumer understanding, and everything in between. Today, UGC is media generated by the consumer instead of the traditional journalists and reporters. This is a movement defying and redefining traditional norms at the same time. Current events are largely publicized on Twitter and Facebook by the average person, and not by a photojournalist hired by a news organization. In the past, these large news corporations dominated the headlines — literally — and owned the monopoly on public media. Yet with the advent of smartphones and spread of social media, everything has changed. The entire industry has been replaced; smartphones have supplanted how information is collected, packaged, edited, and conveyed for mass distribution. UGC allows for raw and unfiltered movement of content at lightening speed. With the way that the world works today, it is the most reliable way to get information out. One thing that is for certain is that UGC is here to stay whether we like it or not, and it is driving much more of modern journalistic content than the average person realizes.
Think about recent natural disasters where images are captured by citizen journalists using their iPhones. During Hurricane Sandy, 800,000 photos uploaded onto Instagram with “#Sandy.” Time magazine even hired five iPhoneographers to photograph the wreckage for its Instagram page. During the May 2013 Oklahoma City tornadoes, the first photo released was actually captured by a smartphone. This real-time footage brings environmental chaos to your doorstep in a chillingly personal way, especially considering the photographer of the first tornado photos ultimately died because of the tornado. UGC has been monumental for criminal investigations and man-made catastrophes. Most notably, the Boston Marathon bombing was covered by UGC in the most unforgettable way. Dozens of images poured in identifying possible Boston bombers, to both the detriment and benefit of public officials and investigators. Though these images inflicted considerable damage to innocent bystanders sporting suspicious backpacks, ultimately it was also smartphone images that highlighted the presence of the Tsarnaev brothers. This phenomenon isn’t limited to America. Would the so-called Arab Spring have happened without social media and UGC? Syrians, Egyptians, and citizens from numerous nations facing protests can easily publicize controversial images and statements to be shared worldwide….
This trend is not temporary but will only expand. The first iPhone launched in 2007, and the world has never been the same. New smartphones are released each month with better cameras and faster processors than computers had even just a few years ago….”
The role of task difficulty in the effectiveness of collective intelligence
New article by Christian Wagner: “The article presents a framework and empirical investigation to demonstrate the role of task difficulty in the effectiveness of collective intelligence. The research contends that collective intelligence, a form of community engagement to address problem solving tasks, can be superior to individual judgment and choice, but only when the addressed tasks are in a range of appropriate difficulty, which we label the “collective range”. Outside of that difficulty range, collectives will perform about as poorly as individuals for high difficulty tasks, or only marginally better than individuals for low difficulty tasks. An empirical investigation with subjects randomly recruited online supports our conjecture. Our findings qualify prior research on the strength of collective intelligence in general and offer preliminary insights into the mechanisms that enable individuals and collectives to arrive at good solutions. Within the framework of digital ecosystems, the paper argues that collective intelligence has more survival strength than individual intelligence, with highest sustainability for tasks of medium difficulty”
When the Government Shuts, Even Web Sites Go Down
The New York Times: “When the federal government last shutdown in 1995, most agencies and departments had either no presence on the Internet or a very basic Web site. Since then, agency Web sites have become the primary public face of the government for most Americans who do not live in or near Washington. So it’s perhaps not surprising that the decision by agencies such as NASA and the Library of Congress to take down their sites this week has gotten a lot of attention.
In keeping with the senseless nature of the shutdown, some Web sites are down while others are still up. The Federal Trade Commission, for instance, has blocked access to its site. It has posted a notice online saying that it’s closed indefinitely as are its systems for people to register complaints or enter telephone numbers on the do-not call list. By contrast, the Department of Education has left its site up with a notice informing visitors that it will not be updated during the shutdown. Sites for the White House, Treasury and the Internal Revenue Service, are being updated at least in part. (Here’s a pretty comprehensive list of which sites are up and which are not.)
Each department and agency has had to decide what to do with its Web site based on its interpretation of federal laws and rules. In a memo (PDF) written last month, the Office of Management and Budget offered some guidance to officials trying to figure out what to do. ..In further keeping with the truly bizarre nature of government shutdowns, the O.M.B. also reminded government officials that they should pay no attention to whether it will cost more to shut down their Web site than it does to keep it going.”
See also: Blacked Out Government Websites Available Through Wayback Machine
A New Kind of Economy is Born – Social Decision-Makers Beat the "Homo Economicus"
A new paper by Dirk Helbing: “The Internet and Social Media change our way of decision-making. We are no longer the independent decision makers we used to be. Instead, we have become networked minds, social decision-makers, more than ever before. This has several fundamental implications. First of all, our economic theories must change, and second, our economic institutions must be adapted to support the social decision-maker, the “homo socialis”, rather than tailored to the perfect egoist, known as “homo economicus”….
Such developments will eventually create a participatory market society. “Prosumers”, i.e. co-producing consumers, the new “makers” movement, and the sharing economy are some examples illustrating this. Just think of the success of Wikipedia, Open Streetmap or Github. Open Streetmap now provides the most up-to-date maps of the world, thanks to more than 1 million volunteers.
This is just the beginning of a new era, where production and public engagement will more and more happen in a bottom up way through fluid “projects”, where people can contribute as a leaders (“entrepreneurs”) or participants. A new intellectual framework is emerging, and a creative and participatory era is ahead.
The paradigm shift towards participatory bottom-up self-regulation may be bigger than the paradigm shift from a geocentric to a heliocentric worldview. If we build the right institutions for the information society of the 21st century, we will finally be able to mitigate some very old problems of humanity. “Tragedies of the commons” are just one of them. After so many centuries, they are still plaguing us, but this needn’t be.”
How to Change the World by Building a Swarm
Nina Misuraca Ignaczak at Shareable: “In 2005, Rick Falvinge of Sweden launched a new political party, the Swedish Pirate Party, on a platform to reform copyright and patent laws. It’s now the third largest party in Sweden, it won two European Parliament seats in 2009, and it inspired the International Pirate Party movement with representation in over 60 countries. The rise of the party has been remarkably fast. In Swarmwise: The Tactical Manual to Changing the World, Falvinge describes how he did it with a unique, decentralized organizing architecture that leverages the power of technology and the crowd to spread ideas and work across diverse groups of people.
Falvinge defines a swarm as: “a decentralized, collaborative effort of volunteers that looks like a hierarchical, traditional organization from the outside. It is built by a small core of people that construct a scaffolding of go-to people, enabling a large number of volunteers to cooperate on a common goal in quantities of people not possible before the net was available.”
The key is decentralization. The founder must set the vision and goal and then release control of messaging and branding, delegate as much authority as possible, and embrace the fact that the only way to lead is to inspire.
A swarm has a shared direction, values and method. Informal leadership is strong, and focuses on everyone’s contributions. The main benefits to swarm organization are:
- Speed of operation
- Next-to-nothing operating cost
- Large number of devoted volunteers
- Open and inviting to anyone
- No recruitment process
- Multiple solutions tried in parallel
- Transparent by default
Step One: Find an idea to change the world that people can get excited about.
This is critical. The idea must be a game-changer- so exciting, revolutionary and provocative that it will sell itself. Your idea must have four key attributes to be worthy:
- Tangible: You must have concrete goals with specifics on when this goal should happen, where it will happen, and how it will happen. In the case of the Swedish Pirate Party, the goal was to elect an open-information platform candidate to the European Parliament in the next election. Period.
- Credible: You must present the goals as realistic and doable. The key is to strike a balance between a change-the-world idea and pure fantasy.
- Inclusive: There must be a role and room for participation for everyone, and everyone must see not only how they will personally benefit form the idea but also ho they can be a part of making it happen.
- Epic: The idea must be a big one, capable of changing how things are done on a broad scale, and people must see the scope of the idea’s impact when it is presented.
Step Two: Do the Math
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All versions of the book (including free ones, of course) are available at the bottom of this page.”
Social media analytics for future oriented policy making
New paper by Verena Grubmüller, Katharina Götsch, and Bernhard Krieger: “Research indicates that evidence-based policy making is most successful when public administrators refer to diversified information portfolios. With the rising prominence of social media in the last decade, this paper argues that governments can benefit from integrating this publically available, user-generated data through the technique of social media analytics (SMA). There are already several initiatives set up to predict future policy issues, e.g. for the policy fields of crisis mitigation or migrant integration insights. The authors analyse these endeavours and their potential for providing more efficient and effective public policies. Furthermore, they scrutinise the challenges to governmental SMA usage in particular with regards to legal and ethical aspects. Reflecting the latter, this paper provides forward-looking recommendations on how these technologies can best be used for future policy making in a legally and ethically sound manner.”
Some Obvious Things About Internet Reputation Systems
Tom Slee: “Debates around the “sharing economy” have been driven by personal stories and broad claims. There are no personal stories here. Instead, this is a fairly dense step-by-step look at the internet reputation systems on which the sharing economy claims are based, and some predictions about the future of the sharing economy.
This post is the short version. If you find you are interested, you should probably read the attached PDF, which has a whole bunch of footnotes, with references, statistics, and even personal stories….
This post is the short version. If you find you are interested, you should probably read the attached PDF, which has a whole bunch of footnotes, with references, statistics, and even personal stories….
Internet reputation systems let individuals rate other individuals over the internet and provide recommendations based on those ratings. A new class of enterprise claims to use internet reputation systems to enable sharing of personal goods and services at unprecedented scale. Its rise has been announced by both Forbes, and by The Economist, according to which accommodation rental service Airbnb…
…is the most prominent example of a huge new “sharing economy”, in which people rent beds, cars, boats and other assets directly from each other, co-ordinated via the internet. …[T]echnology has reduced transaction costs, making sharing assets cheaper and easier than ever—and therefore possible on a much larger scale… social networks provide a way to check up on people and build trust; and online payment systems handle the billing.
The claim is that internet reputation systems solve two problems. One is coordination (can I find someone who has what I want, or wants what I have?) and the other is trust (can you trust the person on the other side of the exchange to keep their end of the bargain?). Sharing economy advocates claim, and I will return to this at the end of the essay, that it is both necessary and sufficient to solve these problems to unlock a large new economy of resource sharing.
…
Market-based incentives erode the effectiveness of reputation, and in this respect reputation is a cultural commons. In her TED talk, influential author Rachel Botsman says that in the new economy “reputation will be your most valuable asset”, but as reputation becomes an important asset, markets will grow around it and intermediaries will claim to help you boost your reputation, but these market-based incentives destroy the value of reputation as a mechanism for establishing trust. Mechanisms for buying and selling testimonies, for example, cause testimonies to lose their ability to discriminate between trustworthiness and opportunism because an opportunist with money could buy themselves a good reputation…
Internet reputation systems promise to create a global village by scaling up informal word-of-mouth reputation mechanisms for sharing and for creating trust, and so solve both the coordination and the trust problem for a variety of services which could not previously be exchanged. For sharing economy advocates, reputation is an alternative to regulation: law professor Lior Strahilevitz asks us to “imagine if every plumber, manufactured product, cell phone provider, home builder, professor, hair stylist, accountant, attorney, golf pro, and taxi driver were rated… In such a world, there would be diminished need for regulatory oversight and legal remedies because consumers would police misconduct themselves.”
Do internet reputation systems act as an effective signal of trustworthiness?…
So even in the absence of explicit gaming, peer-to-peer internet reputation systems do not solve the problem of trust.…
Still, sharing economy web sites are growing fast. How are they succeeding if the peer-to-peer reputation systems fail to solve the problem of trust?
One reason is that coordination is useful in itself….
To be successful, the venture-capital-funded “sharing economy” will be forced to lose all those aspects of informal sharing that makes “sharing” attractive, and to keep those aspects that erode neighbourhoods, erode employment rights, and remove basic standards. And if they succeed, they will have used the language of sharing to bring about an unregulated, free-market, neoliberal economy.”